FM 5-0, The Operations Process - Federation of American Scientists

Planning
decisionmaking. General of the Army Dwight D. Eisenhower referred to this quality of planning when
saying, “Plans are worthless, but planning is everything.”
2-15. All military activities benefit from some kind of planning. If commanders had no way to influence
the future, if they believed that the natural course of events would lead to a satisfactory outcome, or if they
could achieve the desired results purely by reacting, they would have no reason to plan. While there may be
instances where these conditions apply, they are rare. Planning and plans help leaders—
• Understand and develop solutions to problems.
• Anticipate events and adapt to changing circumstances.
• Task organize the force and prioritize efforts.
• Direct, coordinate, and synchronize action.
PLANNING HELPS LEADERS UNDERSTAND AND DEVELOP SOLUTIONS TO PROBLEMS
2-16. A problem is an issue or obstacle that makes it difficult to achieve a desired goal or objective. In a
broad sense, a problem exists when an individual becomes aware of a significant difference between what
actually is and what is desired. In the context of operations, an operational problem is the issue or set of
issues that impede commanders from achieving their desired end state.
2-17. Throughout operations, Army leaders face various problems, often requiring unique and creative
solutions. Planning helps commanders and staffs understand problems and develop solutions. Not all
problems require the same level of planning. For simple problems, leaders often identify them and quickly
decide on a solution—sometimes on the spot. Planning is critical, however, when a problem is actually a
set of interrelated issues, and the solution to each affects the others. For complex situations, planning offers
ways to deal with the complete set of problems as a whole. Some situations require extensive planning,
some very little. In general, the more complex a situation, the more important and involved the planning
effort.
2-18. Just as planning is only part of the operations process, planning is only part of problem solving. In
addition to planning, problem solving includes implementing the planned solution (execution), learning
from the implementation of the solution (assessment), and modifying or developing a new solution as
required. The object of problem solving is not just to solve near-term problems, but to do so in a way that
forms the basis for long-term success.
2-19. The Army problem solving model appears in figure 2-1. Army problem solving applies to all Army
activities, not just operations. The Army problem solving model establishes the base logic for the military
decisionmaking process and troop leading procedures.
• Recognize and define the problem.
• Gather information.
• Develop possible solutions to the problem.
• Analyze possible solutions.
• Select the best solution.
• Implement the solution and assess results.
Figure 2-1. The Army problem solving model
2-20. Depending on the structure of the problem, leaders may take different approaches to both
understanding problems and developing solutions. (See table 2-1.) The degree of interactive complexity of
a given situation (see chapter 1) is the primary factor that determines the problem’s structure. In terms of
structure, there are three types of problems: well structured, medium structured, and ill structured.
Perception of the individual as to whether a problem is well, medium, or ill structured depends, in part, on
the knowledge, skills, and ability of that individual.
26 March 2010 FM 5-0 2-3